Governance & Capacity


Administration comprises procurement, security risk management, transport, road safety, logistics, and central store, telecommunication, as well as visa and protocol units. The department is engaged in activities critical to the smooth governance and successful implementation of HHF’s programs. It has also helped in developing procurement guidelines and implementation procedures for the entire organization. The security risk management project, initiated in March 2015, was successfully completed in January 2016 with the delivery of HHF’s security policy and procedures, and internal investigation guidelines and procedures. All security-related incidents are being recorded and handled through a security control centre based in head office, which operates around the clock. To build security awareness among staff, a security awareness session has been incorporated into HHF’s orientation training. HHF’s transport department is managing its entire fleet of vehicles 17 efficiently and effectively by integrating the software of the transport department with that of the maintenance and tracking. To improve safety, a vehicle tracking system (VTS) has been introduced for the vehicles that are used for field operations. The administration department is also engaged in providing logistics support for the distribution of warm clothes to people affected by the cold, providing relief materials to those struck by natural disasters as well as donating. It also manages the telecommunication network inside HHF and arranges visas for overseas travel of HHF staffs for capacity development training.

Unites under administration department:-

  • Community mobilization and empowerment
  • Procurement
  • Security and Security Risk Management
  • Transport and Road Safety
  • Logistics
  • Store and Store Management
  • Telecommunication
  • Visa and Protocol
  • Information and Technology Support


HHF’s Communications enhances, promotes and protects HHF’s image through strategic communication. The department fosters innovation and synergy across and outside HHF by facilitating an effective exchange of ideas and information. It maintains consistency between all external communications, facilitates knowledge sharing and employee engagement, and ensures brand consistency within the organization. The department also creates different types of communication mediums to promote a better understanding of HHF. The department developed a style guide for English writing in order to maintain consistency and quality in all written communication materials produced by HHF. It organized two thorough workshops for all program communication specialists.

Units under Communications Department:
  • Branding
  • Ideas and Information
  • Media Relation
  • Material Design and Development


HHF’s finance and accounts department is responsible for financial planning, record-keeping, and managing costs, assets and liabilities. The department also finances investments, analyses cash-flow, profitability, and prepares budgets and financial frameworks for programs, divisions and departments. The department is accountable for donor grants, property, provident funds, as well as employee gratuity, salary, tax and loans. Through this department we ensure effective financial control and transparency of the financial data of our projects and programs, garnering trust and confidence from all those with whom we work. In 2015, the department prepared and maintained accurate control over the budget for HHF’s programs. We also produced timely reports for our donors, regulatory authorities and other relevant stakeholders.

Units under Finance and Accounts Department:
  • Finance
  • Accounts
  • Treasury
  • Budget
  • Donor Liaison and Grant Management


The human resource division’s (HRD) main objective is to recruit suitable employees, while developing and retaining key human resources to ensure the highest productivity. At present, HRD is managing the activities of 640 regular employees. In 2015, a new performance assessment system was implemented to assess staff based on their performances against SMART objectives and compliance with HHF values. HHF’s capacity development unit (CDU) was merged with HRD to ensure effective skills development within the organization. In order to increase HHF’s effectiveness and efficiency, the organizational structure of all programs and departments was reviewed and integrated. Based on these structures, job evaluations for all positions were being carried out using the Hay Job Evaluation method. More leadership, managerial incorporated into the one-year training program, with more emphasis on job development and performance. Health insurance was also introduced for HHF staff as part of its efforts to improve staff safety and benefits.


The internal audit department is an independent unit within HHF, which aims to maintain transparency and accountability across the organization, directly reporting to the finance and audit committee. The department’s auditors independently examine and evaluate HHFwide activities to advise management on operational efficiency. It also assesses the effectiveness of HHF’s management control, governance, and risk management services. The department’s services include routine, system and special audits, investigations, and annual inventory verification. An audit review committee reviews the work of the department to ensure greater transparency and accountability. In 2015, the internal control questionnaire was started to ensure a good compliance culture within the organization, particularly among branch managers as they keep track of operational activities. The department also began covering commerce regulatory compliance, donor compliance, environmental compliance, branding compliance, and IT compliance. As part of the quality assurance services required by the Institute of Internal Auditors, the internal assessment of divisional managers has been instituted to ensure the quality of divisional audit work and preservation of documents and evidence collected during auditing. A team has also been formed to ensure effective risk based internal audit services.


As a part of HHF’s internal control mechanism, the monitoring department provides support to HHF’s core programs and departments. It delivers information for decision-making at policy and operational levels. To ensure transparency, the department conducts periodic analysis based on set standards. It assists the management to determine whether key activities are being carried out as planned, and whether they are achieving the expected outcomes. Since most of HHF’s programs are designed to help achieve the SDGs, continuous feedback on program performance ensures smooth operation and progress towards achieving these development goals. In 2015, the department conducted monitoring on 166 issues covering all core programs, and supporting departments, and produced reports based on the monitoring findings. Four monitoring findings presentations were arranged in the presence of senior and mid-level management from various programs. The shared findings facilitated quick remedial measures for the respective programs.


Established in 2013, the research and evaluation division (RED) has an integral role in designing HHF’s interventions. The division also undertakes multi-disciplinary studies on various development issues and subjects of national and global importance. RED maintains strong linkages with Government organizations, UN bodies and a number of academic and research institutions at home and abroad. Our findings help achieve program objectives through modifying and improving strategies while identifying new issues. In 2014 RED conducted more than 30 studies on subjects ranging from street children, political violence, life and livelihoods of the rural ultra poor, promotion of breastfeeding, post-harvest perishable food loss, social and economic consequences of marrying young, and a rapid assessment of the integrated development program. An impact assessment of credit program revealed that women had increased control over resources. They invested more time in income-generating activities and played managerial roles. Each household cultivated 6.32 additional decimals of land while rice production increased by 0.63 tonnes per hectare due to use of modern technology and quality inputs. A study on boats schools for poor children in vulnerable areas found that over half the students migrated from government primary schools, the main drivers being good quality and free education at close proximity to their homes.


Established in 2014, risk management services (RMS) is an independent department at HHF. The purpose of the department is to ensure that the organization identifies and understands the risks to which it is exposed. RMS ensures that the organization creates and implements effective plans to prevent losses, while reducing the impact if a loss does occur. These plans include strategies and techniques for recognizing and confronting these threats through effective mitigation mechanisms. In addition to its quarterly and annual risk management reports, the department provides consultation and capacity development training to all HHF staffs. RMS supports HHF’s governing body and the executive management committee in making all forms of strategic decision. This is done by reporting to both the risk management committee and the governing body of HHF. The department is in the process of designing and implementing a web-based e-risk management system to ensure the timely identification, assessment, mitigation and monitoring of all risks faced by the organization.